Warning! Diversity Recruitment Could Backfire

By Patrick F. McKay, Derek R. Avery. 2005

158 citations recorded by the source corpus.

Subfields: Accounting, Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/253b406ecbbaf812584fe49a85d853f41448cbcc

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Citations in the corpus

Cracking but not Breaking: Joint Effects of Faultline Strength and Diversity Climate on Loyal Behavior (2015, background): “Less supportive diversity climates intensify (McKay & Avery, 2005), while more supportive diversity climates inhibit (Gonzalez & DeNisi, 2009; McKay & Avery, 2005), social categorization.”
Expanding Insights on the Diversity Climate–Performance Link: The Role of Workgroup Discrimination and Group Size (2014, methodology): “Indeed, diversity climate research has to date largely neglected which processes might function as a linkage between diversity climate and collective performance (Avery & McKay, 2010; McKay et al., 2009). Our study addresses this “black box” of diversity climate effects by building on the theoretica”
Antecedents and consequences of diversity and equality management systems: The importance of gender diversity in the TMT and lower to middle management (2017, background): “Diversity recruiting without a system for developing and advancing a 10 diverse set of employees can lead to turnover, particularly among identity groups that are non-traditional for the organization (McKay & Avery, 2005).”
Examining the Draw of Diversity: How Diversity Climate Perceptions Affect Job‐Pursuit Intentions (2013, result): “In contrast, the results may be unfortunate if an employer fails to live up to its pro-diversity stance (McKay & Avery, 2005).”
RACIAL DIFFERENCES IN EMPLOYEE RETENTION: ARE DIVERSITY CLIMATE PERCEPTIONS THE KEY? (2007, background): “Organizational efforts in this regard could take the form of increased minority recruitment, access to training and development opportunities, input from minority employees’ on work-related issues, and valuing of diversity at the firm and work-group levels ( McKay & Avery, 2005; Roberson & Stevens,”
Age Diversity, Age Discrimination Climate and Performance Consequences - a Cross Organizational Study (2011, background): “In sum, companies with high levels of age diversity should aim at pro-diverse work climates (McKay & Avery, 2005).”
Mixed Signals: The Unintended Effects of Diversity Initiatives (2019, background): “McKay and Avery (2005) mirror this warning, arguing that diversity initiatives can backfire if hopeful minority group members enter workplaces that have promised inclusive and fair workplaces but have not created real organizational change.”
Inclusive Leadership: How Leaders Sustain or Discourage Work Group Inclusion (2021, background): “One possible explanation for the latter finding is suggested by McKay and Avery (2005) who noted that diversity recruitment practices, while effective at attracting people into the organization, may unluckily contribute to high early turnover if they increase expectations for a positive diversity cl”
A Meta-Analysis Integrating 25 Years of Diversity Climate Research (2020, background): “…must endorse diversity as a strategic objective, adopt policies that ensure fair treatment and inclusion of all personnel, allocate resources toward maintaining prodiversity work climates, and hold management personnel accountable for diversity-related outcomes (Cox, 1994; McKay & Avery, 2005).”
Diversity climate impact on employee of color outcomes: does justice matter? (2010, methodology): “Fulfillment of the psychological contract on the part of the employer may include employer obligations and commitments to provide a fair diversity climate for employees of color (McKay and Avery, 2005).”
The rich get richer: predicting participation in voluntary diversity training (2007, background): “‘Diversity training’ is an umbrella term that encompasses a wide array of specific programs designed to train and direct employees in behaviors that display an openness and receptiveness to diversity (Button, 2001; McKay & Avery, 2005).”
UNEQUAL ATTENDANCE: THE RELATIONSHIPS BETWEEN RACE, ORGANIZATIONAL DIVERSITY CUES, AND ABSENTEEISM (2007, background): “To truly capitalize on the potential returns on racial and ethnic heterogeneity, firms must commit resources to manage diversity more effectively ( McKay & Avery, 2005 ).”
Employee recruitment: Current knowledge and important areas for future research (2008, unknown): “Before leaving the topic of the inclusion of information concerning an employer's diversity or affirmative action efforts in a job advertisement, an essay by McKay and Avery (2005) should be mentioned.”